Coaching Process and Its Influence on Employees' Competencies in the Hospitality Sector - Case Study

• Autorzy: Anna Dolot

Warianty tytułu

Proces coachingu oraz jego wpływ na rozwój kompetencji pracowników w hotelarstwie - case study

• Języki publikacji: EN

Abstrakty

EN

Background. Coaching is rarely used in the hospitality sector, a branch facing numerous problems in the area of Human Resource Management (HRM). Meanwhile, owing to its uniqueness and distinctive features, it contributes to complex competency development, bringing many benefits to HRM.
Research aims. Some questions arise: how is the coaching process implemented in the hospitality sector; which of its elements (setting a coaching goal, coach's active listening, asking questions, providing feedback, or building creative atmosphere) have the biggest influence on competency development? Moreover, from the point of view of a gap in the conducted research, it would be useful to learn which competencies are developed with the help of coaching in the hospitality sector.
Methodology. Due to the rarity of coaching in the hospitality sector a case study method has been used.
Key findings. Coaching is rarely used in the hospitality sector. The most important element of the coaching process is posing thought-provoking questions by a coach - both in the realised as well as in the ideal coaching process. Coaching is most helpful in the development of the following competencies: more effective management of one's team, communication with other employees, and team work. (original abstract)

Tło badań. Coaching w hotelarstwie wykorzystywany jest rzadko. Jest to branża borykająca się z licznymi trudnościami w obszarze zarządzania zasobami ludzkimi. Tymczasem ze względu na specyfikę i wyróżniające elementy tej metody przynosi wiele korzyści.
Cel badań. Pojawiają się zatem pytania: jak często coaching jest wykorzystywany w hotelarstwie? Który z jego elementów (wyznaczanie celów, aktywne słuchanie, zadawanie pytań, udzielanie informacji zwrotnych czy budowanie twórczej atmosfery) ma największy wpływ na rozwój kompetencji? Dodatkowo, z punktu widzenia luki w badaniach naukowych: które kompetencje są rozwijane za pomocą coachingu w hotelarstwie?
Metodologia. W związku z rzadkim stosowaniem coachingu w hotelarstwie wykorzystano case study jako metodę badawczą.
Kluczowe wnioski. Coaching jest rzadko wykorzystywany w hotelarstwie. Najważniejszym jego elementem jest zadawanie przez coacha pytań, które skłaniają do myślenia - zarówno w przeprowadzonych procesach coachingu, jak i wzorcowych. Coaching jest najbardziej pomocny w rozwoju następujących kompetencji: bardziej efektywne zarządzanie podległym zespołem, komunikacja z pracownikami oraz współpraca zespołowa. (abstrakt oryginalny)

Słowa kluczowe

EN

Coaching; Development; Competences; Employees competencies; Hotel industry; Case study

PL

Coaching; Rozwój; Kompetencje; Kompetencje pracownicze; Hotelarstwo; Studium przypadku

• Czasopismo: International Journal of Contemporary Management
• Rocznik: 2017
• Tom: 16
• Numer: nr 2
• Strony: 75--98

Twórcy

autor

Anna Dolot

• Cracow University of Economics

Bibliografia

• Ainsworth, C. (1995). Strategic human resource planning at Zeneca Pharmaceuticals, Management Development Review, 8(2), 11-15.
• Alexander, G. & Renshaw, B. (2005). Super Coaching. London: Random House.
• Anderson, V., Rayner, C. & Schyns, B. (2009). Coaching at the Sharp End: The Role of Line Managers in Coaching at Work. London: CIPD.
• Auerbach, J.E. (2005). Inviting a dialog about core coaching competencies. In: F. Campone & J.L. Bennett (eds.), Proceedings of the Third International Coach Federation Coaching Research Symposium. Lexington, KY: International Coach Federation.
• Barlow, L. (2005). Effective structuring of coaching: using five questions. Development and Learning in Organizations: An International Journal, 19(6), 11-12.
• Berge, Z., de Verneil, M., Berge, N., Davis, L. & Smith, D. (2002). The increasing scope of training and development competency. Benchmarking: An International Journal, 9(1), 43-61.
• Bluckert, P. (2005a). Critical factors in executive coaching - the coaching relationship. Industrial and Commercial Training, 37(7), 336-340.
• Bluckert, P. (2005b). The similarities and differences between coaching and therapy. Industrial and Commercial Training, 37(2), 91-96.
• Boyatzis, R.E. (1982). The Competent Manager: a Model for Effective Performance. New York: John Wiley & Sons.
• Boyatzis, R.E. (2008). Competencies in the 21st century. Journal of Management Development, 27(1), 5-12.
• Boyce, L.A., Jackson, R.J. & Neal, L.J. (2010). Building successful leadership coaching relationships. Journal of Management Development, 29(10), 914-931.
• Branch, J. & Smith, B. (1992). Project-based Management Development: The Volvo Story. Journal of European Industrial Training, 16(1), 3-9.
• Brotman, L.E., Liberi, W.P. & Wasylyshyn, K.M. (1998). Executive coaching: The need for standards of competence. Consulting Psychology Journal: Practice and Research, 50, 40-46.
• Clark, D. (1998). Sales mastery training prepares employees for first union's future bank. Journal of Retail Banking Services, 20(2), 35-42.
• Crane, T.G. (2001). The Heart of Coaching. San Diego, CA: FTA Press.
• Czakon, W. (2011). Zastosowanie studiów przypadków w badaniach nauk o zarządzaniu. In: W. Czakon (ed.), Podstawy metodologii badań w naukach o zarządzaniu. Warszawa: Wolters Kluwer Business.
• Dahling, J.J., Taylor, S., Chau, S.L. & Dwight, S. (2016). Does coaching matter? A multilevel model linking managerial coaching skill and frequency to sales goal attainment. Personnel Psychology, 69, 863-894.
• Day, A. (2010). Coaching at relational depth: A case study. Journal of Management Development, 29(10), 864-876.
• Dembkowski, D., Eldridge, F. & Hunter, I. (2006). The Seven Steps of Effective Executive Coaching. London: Thorogood.
• Dickinson, A. & Ineson, E.M. (1993). The selection of quality operative staff in the hotel sector. International Journal of Contemporary Hospitality Management, 5(1), 16-21.
• Eaton, J. & Brown, D. (2002). Coaching for a change with Vodafone. Career Development International, 7(5), 284-287.
• Ellinger, A.D. & Bostrom, R.P. (1999). Managerial coaching behaviors in learning organizations. Journal of Management Development, 18(9), 752-771.
• Evers, W.J.G., Brouwers, A. & Tomic, W. (2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice and Research, 58(3), 174-182.
• Graham, H.T. & Bennett, R. (1998). Human Resources Management. London: Financial Times, Pitman Publishing.
• Grant, A.M. (2003). The impact of life coaching on goal-attainment, metacognition and mental health. Social Behavior and Personality, 31, 253-264.
• Grant, A.M. (2013). The efficacy of coaching. In: J. Passmore, D.B. Peterson & T. Freire (eds.), The Wiley-Blackwell Handbook of the Psychology of Coaching and Mentoring. Chichester: John Wiley & Sons.
• Grant, A.M. & O'Connor, S.A. (2010). The differential effects of solution-focused and problem-focused coaching questions: a pilot study with implications for practice. Industrial and Commercial Training, 42(2), 102-111.
• Gravina, N. & Siers, P. (2011). Square pegs and round holes: Ruminations on the relationship between performance appraisal and performance management. Journal of Organizational Behavior Management, 31(4), 277-287.
• Greif, S. (2013). Conducting organizational-based evaluations of coaching and mentoring programs. In: J. Passmore, D.B. Peterson & T. Freire (eds.), The Wiley-Blackwell Handbook of the Psychology of Coaching and Mentoring. Chichester: John Wiley & Sons.
• Griffiths, K. (2005). Personal coaching: A model for effective learning. Journal of Learning Design, 1(2), 55-65.
• Grobelna, A. (2015). Współczesne problemy zarządzania zasobami ludzkimi w hotelarstwie. Fluktuacja kadr. Logistyka, 3, 1638-1651.
• Guest, D. & King, Z. (2005). Management development and career management. In: S. Bach (ed.), Managing Human Resources. Personnel Management in Transition, 4th edition. Oxford: Blackwell Publishing.
• Gupta, O. & Roos, G. (2001). Mergers and acquisitions through an intellectual capital perspective. Journal of Intellectual Capital, 2(3), 297-309.
• Gyllensten, K. & Palmer, S. (2007). The coaching relationship: an interpretative phenomenological analysis. International Coaching Psychology Review, 2(2), 168-177.
• Hannafey, F.T. & Vitulano, L.A. (2013). Ethics and executive coaching: An Agency Theory Approach. Journal of Business Ethics, 115(3), 599-604.
• Henochowicz, S. & Hetherington, D. (2006). Leadership coaching in health care. Leadership & Organization Development Journal, 27(3), 183-189.
• Hippensteel, B., Larson, A. & Way, S. (1999). AMCORE achieves higher profits through sales leadership. Journal of Retail Banking Services, 21(1), 39-46.
• Hoffmann, T. (1999). The meanings of competency. Journal of European Industrial Training, 23(6), 275-286.
• Holbeche, L. (2009). Aligning Human Resources and Business Strategy. Oxford: Elsevier.
• Hooghiemstra, T. (1992). Integrated management of human resources. In: A. Mitrani, M. Dalziel & D. Fitt (eds.), Competency Based Human Resource Management. London: Kogan Page.
• Hornby, D. & Thomas, R. (1989). Towards a better standard of management. Personel Management, 21(1), 52-55.
• Ives, Y. (2008). What is "coaching"? An exploration of conflicting paradigms. International Journal of Evidence Based Coaching and Mentoring, 6(2), 100-113.
• Jarvis, J. (2004). Coaching and Buying Coaching Services. London: CIPD.
• Jia, J. & Fan, L. (2008). Research framework of human resource development based on competency about knowledge enterprises. International Journal of Business and Management, 3(11), 107-111.
• Joo, B.K. (2005). Executive coaching: a conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462-488.
• Kampa-Kokesch, S. & Anderson, M.Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53(4), 205-228.
• Karami, A., Rowley, J. & Analoui, F. (2006). Research and knowledge building in management studies: An analysis of methodological preferences. International Journal of Management, 23(1), 43-52.
• Krazmien, M. & Berger, F. (1997). The coaching paradox. International Journal of Hospitality Management, 16(1), 3-10.
• Latham, G.P. & Marchbank, T. (1994). Feedback techniques. In: G. Lee & D. Beard (eds.), Development Centers. Maidenhead, Berks: McGraw-Hill.
• London, M. (1997). Job Feedback. Giving, Seeking, and Using Feedback for Performance Improvement. Mahwah, NJ: Lawrence Erlbaum Associates.
• Mariampolski, H. (2001). Qualitative Market Research: A Comprehensive Guide. Thousand Oaks: Sage Publications.
• Marsh, L. (1992). Good manager: good coach? What is needed for effective coaching? Industrial and Commercial Training, 24(9), 3-8.
• Marton, K. & Pister, K. (2016). Coaching: a useful approach to disruptive behaviour. Physician Leadership Journal, 3(1), 55-57.
• Mathis, R.L. & Jackson, J.H. (2000). Human Resource Management, 9th edition. USA: Thomson Learning.
• McClelland, D.C. (1973). Testing for competence rather than for 'intelligence', American Psychologist, 28(1), 1-14.
• Mertel, T. (2010). Using meaningful coaching for maximum results. Industrial and Commercial Training, 42(4), 186-191.
• Mullins, L.J. (1996). Management and Organizational Behaviour, 4th edition. London: Pitman.
• Neumann, J.E. & Hirschhorn, L. (1999). The challenge of integrating psychodynamic and organizational theory. Human Relations, 52(6), 683-695.
• Nielsen, A.E. & Nørreklit, H. (2011). Self-realisation and control in the discourse practice of management coaching. Employee Relations, 34(2), 159-176.
• Oleksyn, T. (2006). Zarządzanie kompetencjami. Teoria i praktyka. Kraków: Oficyna Ekonomiczna.
• Page, S., Brunt, P. & Connell, J. (2009). Tourism: a Modern Synthesis. Andover: South-West Cengage Learning.
• Poulston, J. (2008). Hospitality workplace problems and poor training: a close relationship. International Journal of Contemporary Hospitality Management, 20(4), 412-427.
• Pratten, J.D. (2003). The training and retention of chefs. International Journal of Contemporary Hospitality Management, 15(4), 237-242.
• Price, L. (1994). Poor personnel practice in the hotel and catering industry: does it matter? Human Resource Management Journal, 4(4), 44-62.
• Rider, L. (2002). Coaching as a strategic intervention. Industrial and Commercial Training, 34(6), 233-236.
• Robson, C. (2002). Real World Research. Oxford: Blackwell Publishers Ltd.
• Smither, J.W. (2011). Can psychotherapy research serve as a guide for research about executive coaching? An agenda for the next decade. Journal of Business Psychology, 26, 135-145.
• Spencer, L.M. & Spencer, S.M. (1993). Competence at Work. Models for Superior Performance. London: John Wiley & Sons.
• Theeboom, T., Beersma, B. & van Vianen, A.E.M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology, 9(1), 1-18.
• Ulrich, D. (2008). Coaching for results. Business Strategy Series, 9(3), 104-114.
• Wallace, D.P., Van Fleet, C. & Downs, L.J. (2011). The research core of the knowledge management literature. International Journal of Information Management, 31(1), 14-20.
• Wheeler, L. (2011). How does the adoption of coaching behaviours by line managers contribute to the achievement of organisational goals? International Journal of Evidence Based Coaching and Mentoring, 9(1), 1-15.
• Whitmore, J. (2009). Coaching for Performance, 4th edition. London: Nicholas Brealey Publishing.
• Whitworth, L., Kimsey-House, H., Kimsey-House, K. & Sandahl, P. (1998). Co-active Coaching: New Skills for Coaching People Toward Success in Work and Life. London: Nicholas Brealey.
• Williams, R.S. (2002). Managing Employee Performance. Design and Implementation in Organizastions. London: Thomson Learning.
• Wilson, C. (2004). Coaching and coach training in the workplace. Industrial and Commercial Training, 36(3), 96-98.
• Woodruffe, C. (1991). Competent by any other name. Personnel Management, 23(9), 30-33.
• Woodruffe, C. (1993). What is meant by a competency? Leadership & Organization Development Journal, 14(1), 29-36.
• Yuvaraj, R. (2011). Competency mapping - a Drive for Indian Industries. International Journal of Scientific & Engeenering Research, 2(8), 1-7.
• Zeus, P. & Skiffington, S. (2001). The Complete Guide to Coaching at Work: The Guide to Business Coaching. Sydney: McGraw Hill.
• Zhang Qiu, H. & Lam, T. (2004). Human resources issues in the development of tourism in China: Evidence from Heilongjiang Province. International Journal of Contemporary Hospitality Management, 16(1), 45-51.

Identyfikatory

DOI

10.4467/24498939IJCM.17.011.7524